Leadership Research Summary:
• Researchers conducted a field experiment to analyze if there is a glass ceiling for ethnic minorities entering leadership positions in organizations. We submitted over 12,000 job applications, to over 4,000 job advertisements, to investigate hiring discrimination against six ethnic groups for leadership positions. Drawing on implicit leadership theory, we argue that ethnic discrimination is particularly pronounced in the recruitment of leadership positions.
• The results confirm this hypothesis. For leadership positions, applicants with English names received 26.8% of positive responses for their job applications, while applicants with non-English names received 11.3% of positive responses. This means ethnic minorities received 57.4% fewer positive responses than applicants with English names for leadership positions despite identical resumes. For non-leadership positions, applicants with English names received 21.2% of positive responses for their job applications, while applicants with non-English names received 11.6% of positive responses. This means ethnic minorities received 45.3% fewer positive responses for non-leadership positions despite identical resumes. Ethnic discrimination for leadership positions was even more pronounced when the advertised job required customer contact. In contrast, hiring discrimination for leadership positions was not significantly influenced by whether the job advertisement emphasized individualism or learning, creativity, and innovation. The study’s findings provide novel evidence of a glass ceiling for ethnic minorities to enter leadership positions.
Leadership Research Findings:
• The study demonstrated that a job applicant’s name influences the likelihood of receiving a positive response from recruiters in Australia. To reduce ethnic discrimination in recruitment, organizations could use anonymous job applications, in which the applicants’ names are hidden in the initial recruitment phase. This would take ethnicity out of the equation and would make the initial recruitment phase fairer (see for non-leadership jobs: Aslund & Skans, 2012).
• Further, it might be important to improve the training of recruiters to reduce ethnic discrimination in the recruitment of leadership positions. This could help recruiters become aware of culturally endorsed leadership prototypes.
• Relatedly, while many organizations have successfully implemented diversity practices that support the recruitment and promotion of female employees and leaders, some organizations neglect diversity practices for underrepresented groups such as ethnic minority employees and leaders (Schoen & Rost, 2021). Organizations could therefore think about adapting their diversity practices to increase the number of underrepresented groups in leadership positions.